Francesco/who-killed-jfk huggingface dataset:
[104-10222-10012.pdf — page 124]
SECRETCONFIDENTIAL FUNDS PERSONNEL ACTION|                                                                    |                                          || ------------------------------------------------------------------ | ---------------------------------------- || NAME                                                               | RANDALL, Frederick Crawford              || NATURE OF ACTION                                                   | Excepted Appointment                     || DATE                                                               | 18 May 1951                              ||                                                                    | EFFECTIVE DATE 10 September 51           || TITLE                                                              | Intelligence Assistant                   || GRADE AND SALARY                                                   | 0-7  $3825 p.a.                          || OFFICE                                                             | OSO                                      || DIVISION                                                           | FDZ                                      || BRANCH                                                             | Branch III DJAKARTA Indonesia            || OFFICIAL STATION                                                   |                                          || QUALIFICATIONS                                                     | APPROVAL FOR ASSISTANT DIRECTOR          || ![signature of SM Garmi]                                           | ![signature of Mulkaley]                 || CLASSIFICATION JUN 11 1951 F598                                    | PERSONNEL OFFICER                        || POST DIFFERENTIAL AUTHORIZED IN ACCORDANCE WITH AGENCY REGULATIONS | EXECUTIVE                                ||                                                                    | YES XX  NO                               || DATH OF OFFICE ADO NO STRIKE AFFIDAVIT EXECUTED ON                 | 10 September 51                          || SECURITY CLEARED ON                                                | 16 August 51                             || OVERSEAS AGREEMENT SIGHED                                          | 11 September 51                          || ENTERED ON OUTY                                                    | 10 September 51                          ||                                                                    | ![signature of authentification officer] || REMARKS:                                                           | SIGNATURE OF AUTHENTICATING OFFICER      |Slot #145DO6 - 12/20/53ESFOD- 03/18/51LCO-09/10/51COPY JA PAYROLL FILESCONFIDENTIAL FORMS BALICSECRET
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CONFIDENTIALMEMORANTUM FOR: Frederick C. RandallSUBJECT : Acknowledgment of Evaluation Board Functional CategoryREFERENCE : Evaluation Board Precepts for Your Grade1. Based upon an examination of your past assignments and duties, and after considering likely future assignments, you have been placed (subject to your signature below) in the functional category W for Evaluation Board purposes. Precise definitions of this category are contained in the Evaluation Board precepts for your grade. This place- ment is made in order that your performance, growth potential, and career planning may be judged against officers similarly placed pro- fessionally. YOU ARE URGED TO STUDY THE PRECEPTS AND CONSIDER YOUR OWN CASE CAREFULLY.2. In general, you should consider the following:a. Categories are sharply defined. Competition is within categories, not between them. Thus, a weak B/OG performance is not strengthened by reclassifying it as B/OS.b. A change in category after sustained performance in a different category may cause a temporary loss of momentum in your career advancement until you have demonstrated proficiency in your new assignment.c. A category change should not be initiated for th period of a temporary, training or rotational assignment unless a permanent change of career track will follow.3. If you believe that this is not the correct category for you because the substantive nature of your job more closely approxi- mates another category or because you have made a permanent change of career track, please take the matter up through your command channel to secure the concurrence of your component of assignment or of your home hase component, as appropriate, to a change of vour category. Previously assigned and acknowledged categories will remain in effect until a fully executed acknowledgment of change is received by the Career Management Staff.4. Please sign and date this notification in the space provided and return it to your Personnel Evaluation and Management Officer or to your Personnel Officer.ACKNOWLEDGED:![signature]![date]CONFIDENTIAL
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# CONFIDENTIAL## FITNESS REPORT### GENERAL INFORMATION**SECTION A**1. EMPLOYEE NUMBER:   `012170`2. NAME (Last, first, middle):   `Randall, Frederick C.`5. DATE OF BIRTH:   `28 Oct 26`6. SEX:   `M`7. GRADE:   `15`8. SD:   `D`9. OFFICIAL POSITION TITLE:   `Ops Officer`10. ORGANIZATION (Cat 1):    `DO/INS/C/FPG`11. CURRENT STATION:    `Headquarters`12. TYPE OF REPORT:    `X MUS.`11. TYPE OF APPOINTMENT:`XX` CAREERRESERVETEMPORARY`XX` INITIALANNUALREASSIGNMENTSPECIALCONTRACTSPECIALOTHER13. REPORTING PERIOD (Mo. to):    `6 Mar - 30 Nov 1978`14. DATE REPORT DUE IN O.P.**SECTION B**QUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT. PLACE THE WORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.**SECTION C**PERFORMANCE EVALUATIONU-UnsatisfactoryPerformance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section D.M-MarginalPerformance is deficient in some aspects. The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be described.P-ProficientPerformance is satisfactory. Desired results are being produced in the manner expected.S-StrongPerformance is characterized by exceptional proficiency.O-OutstandingPerformance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1Manages and coordinates review of all `DO` records subject to disclosure via FOIA, Privacy Act and E.O. 12065. Supervises 24 full- and part-time personnel.RATING LETTER0SPECIFIC DUTY NO. 2As one of six senior IMS officers, serves as voting member of IMS PMC (for 550 people) and on thrice-weekly general planning meetings with Chief, IMS.RATING LETTERPSPECIFIC DUTY NO. 3Supplies factual and legal advice to the DDO, Chief IMS, DD/IRO, IRC, and OGC on trends and implications pertinent to release of 10 information via statute or regulation.RATING LETTERSSPECIFIC DUTY NO. 4Generates policy initiatives to protect 10 sources and methods from disclosure via statute or executive order.RATING LETTERSSPECIFIC DUTY NO. 5RATING LETTERSPECIFIC DUTY NO. 6RATING LETTEROVERALL PERFORMANCE IN CURRENT POSITIONRATING LETTERDERIVATIVE CL BY
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CONFIDENTIALNARRATIVE COMMENTS - continuedRandall, FrederickGroup chiefs in a broad review of disparate IMS operations: computers, information management planning for the DO and its current services. He is articulate and effective in presenting views from the IMS/FPG vantage, but at this level, I want to see more concern about the people and activities of companion IMS elements, more brainstorming of common problems. He is the least active of the four group chiefs in this area, although he has the inquisitiveness and intellect to contribute importantly in cross-discipline problems. I find no weakness here, but Mr. Randall's contributions here do not measure up comparatively to his exceptional performance in all other areas.In these other areas, covering duties 3 and 4, Mr. Randall and his group stimulated, staffed out and justified three remarkably successful policy changes: a Presidential statement that sources and methods information need not be classified to be protected; a DCI policy that DO records *ipso facto* are not releasable (despite an OGC opinion to the contrary), and a policy allowing employees access to their files without going through the FOIA or Privacy Act folderol. While not individual accomplishments by Mr. Randall, they bespeak Even the leadership and guidance he gave, and they are typical of the kind of case officer professionalism he has and we have needed to help protect agents, operations and officers from exposure. I do thìnk it is sad to have to divert good Do talent to disclosure law problems; but if we must, then Mr. Randall's experience and abilities have counted a great deal in such successes we have had in keeping our secrets.Mr. Randall's fitness reporting is accurate and fair. Per HR 20-20, it is noted for the record that Mr. Randall displays appropriate concern in equal employment opportunity areas: women comprise more than half of his group. He has three minority officers. Levels of responsibility here are above Agency norm.REVIEWING OFFICIAL'S COMMENTS - continuedfor this experienced supervisor. He has demonstrated his versatility and commitment by doing a job for four years that probably few other bo ops officers/managers would or could do as well as he has. For the good of his morale. the interest of his further development and in the interest of the Directorate, ho has carned a change.CONFIDE
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# FITNESS REPORT## GENERAL INFORMATION1. EMPLOYEE NUMBER:   `012180`2. NAME (Last, First, Middle):   `Randall, Frederick Crawford`3. DATE OF BIRTH:   `28 Oct 26`4. SEX:   `M`5. GRADE:   `GS-15`6. SD:   `D`7. OFFICIAL POSITION TITLE:   `Ops Officer`8. DIVISION OF ASSIGNMENT:   `ISS/Chief, PIAG`9. CURRENT STATION:   `Hqs`10. COODE (Ch. I):    `XX` OF11. TYPE OF APPOINTMENT:    `XX` CAREER RESERVE TEMPORARY    CONTRACT SPECIAL OTHER12. TYPE OF REPORT:    INITIAL `XX` ANNUAL `XX` REASSIGNMENT of supervisor SPECIAL13. REPORTING PERIOD (FROM-TO):    `1 January 1977-31 December 1977`14. DATE REPORT DUE IN O.P.## QUALIFICATIONS UPDATESECTION BIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT, PLACE THE WORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.## PERFORMANCE EVALUATIONSECTION CU-UnsatisfactoryM-MarginalP-ProficientS-StrongO-OutstandingPerformance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the action could range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action taken or proposed in Section D.Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section D and remedial actions taken or recommended should be described.Performance is satisfactory. Desired results are being produced in the manner expected.Performance is characterized by exceptional proficiency.Performance is exceptional in relation to requirements of the work and in comparison to the performance of others doing similar work as to warrant special recognition.## SPECIFIC DUTIESList up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employee performs EACH specific duty. Consider Chief effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated on their ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1Chief, Privacy Information Action GroupRATING LETTER`S`SPECIFIC DUTY NO. 2RATING LETTERSPECIFIC DUTY NO. 3RATING LETTERSPECIFIC DUTY NO. 4RATING LETTERSPECIFIC DUTY NO. 5RATING LETTERSPECIFIC DUTY NO. 6RATING LETTER## OVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties, productivity, conduct on job (appearance/manner, personal traits or habits and personal interests or talents). Based on your knowledge of the employee's overall performance during the rating period, place the letter in the rating box corresponding to the statement which most accurately reflects his level of performance.S45DATEREPORT CL BY01/78
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NARRATIVE COMMENTS - cont'dcursory, and from the beginning there has been a high premium on both technical accuracy and sound substantive judgment. As Mr. Randall himself noted in a report on his deputy, we have an enviable record as far as "flaps" are concerned; in a situation fraught with danger of inappropriate release of information we have had only five cases where release has led to embarrassment -- out of 7,000 "possibles." Mr. Randall, with typical modesty, uses the statistic in praise of others; I choose to use it to praise him. The Group's record to date is nothing short of astonishing, and Mr. Randall can take great pride in his team's accomplishments.He has built an extremely able and dedicated team, and he is as quick as anyone I know to ascribe to individual members of that team credit for actions, ideas or progress. They respond to his fairness with loyalty and affection, and their morale in the face of constant harrassment and frustration is testimony to his leadership.New responsibilities for support to the Office of General Counsel were added to PIAG's burdens this year. Mr. Randall opposed the move and argues (and lobbied) intelligently to preclude it, to no avail. It is to his credit that, having urged a different course of action, he set about to ensure that the 'unpopular new function received the same careful attention which has been the hallmark of PIAG's other work. As a consequence, our OGC-related efforts, which are very demanding and time-consuming, have the PIAG stamp of excellence on them.Mr. Randall created the system he manages, and continues to seek ways to improve upon it. Our move to an automated index of reviewed and released documents was urged and supported by Mr. Randall, and he has been equally supportive of a new branch chief's efforts to restructure our Initial Review process. He is also quick to see and to comment on the way our efforts affect larger Agency and government equities, and vice versa.During this year his responsibilities were broadened by the addition of our Declassification Review Branch to his Group, a reflection of our recognition of the inevitable relationship between scheduled declassification and selective declassification and release under FOIA/PA/E.O. 11652. This Branch will shortly be absorbed by the new Records Review Branch of the DDA, but PIAG will continue to be the focal point for policy formulation on declassification of DO records.
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## NARRATIVE COMMENTS - cont'dMr. Randall has expressed to me his concern about what may be viewed as a drop in his rating from my predecessor's "0" to my "S." I have assured him, and assure the reader, that this change signals no diminution in his performance or effectiveness, but rather a personal inclination to use "Outstanding" very rarely. The narrative comments above should clearly attest to that fact that I view Mr. Randall's performance as very strong, bordering on Outstanding. The Agency and the DO have been fortunate to have a man of this caliber in charge of PIAG.## REVIEWING COMMENTS - cont'dMr. Randall is one of the key policy makers in this area. His policies have stood the test up to now as our excellent record in the courts attests.Having said this, it should be noted that Mr. Randall's numerous accomplishments are partly because the job was there to be created. Within the DO he cut the path which is now followed when handling FOIA matters. He has corrected and improved upon that path several times over. Thus, the time is coming for him to be given a change in assignment; an opportunity to use his managerial and supervisory skills elsewhere. He will have been in his present assignment three years in March 1978. One grows stale reviewing, sanitizing and making judgment calls in the FOIA arena day after day. Mr.. Randall isn't stale yet but we should not wait until he reaches that stage to give him a new area in which to work.
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# CONFIDENTIALCLASSIFICATIONFITNESS REPORTGENERAL INFORMATION**SECTION A**1. EMPLOYEE NUMBER0121702. NAME (Lost, first, middle)RANDALL, Frederick Crawford3. DATE OF BIRTH 4. DEX 6. GRADE 0. SD28Oct26 M GS-15 D7. OFFICIAL POSITION TITLE.Ops Officer8. OFF/DIV/BR OF ASSIGNMENTS. CURRENT STATION 10. CODE (ck ans)DO/ISS/PICG X HQS DR11. TYPE OF APPOINTMENT 12. TYPE OF REPORTCAREER RESERVE CONTRACT OTHER (Spec.) TEMPORARY ANNUAL REASSIGN.X X MENT13. REPORTING PERIOD (from-to-) 14. DATE REPORT OUE IN O.P.1 November 1975-31 December 1976**SECTION B**QUALIFICATIONS UPDATEIF QUALIFICATIONS UPDATE FORM IS BEING SUBMITTED WITH CHANGES, AND IS ATTACHED TO THIS REPORT. PLACE THEWORD "YES" IN THE BOX TO THE RIGHT. IF NO CHANGES ARE REQUIRED, PLACE THE WORD "NO" IN THE BOX AT RIGHT.**SECTION C**PERFORMANCE EVALUATIONU-Unsatisfactory Performance is unacceptable. A rating in this category requires immediate and positive remedial action. The nature of the actioncould range from counseling, to further training, to placing on probation, to reassignment or to separation. Describe action takenor proposed in Section D.M-Marginal Performance is deficient in some aspects. The reasons for assigning this rating should be stated in Section D and remedial actionstaken or recommended should be described.P-Proficient Performance is satisfactory. Desired results are being produced in the manner expected.S-Strong Performance is characterized by exceptional proficiency.O-Outstanding Performance is so exceptional in relation to requirements of the work and in comparison to the performance of others doing similarwork as to warrant special recognition.**SPECIFIC DUTIES**List up to six of the most important specific duties performed during the rating period. Insert rating letter which best describes the manner in which employeeperforms EACH specific duty. Consider ONLY effectiveness in performance of that duty. All employees with supervisory responsibilities MUST be rated ontheir ability to supervise (indicate number of employees supervised).SPECIFIC DUTY NO. 1 RATINGLETTERChief, Policy & Information Coordination Group (DDO/ISS/PICG) 0SPECIFIC DUTY NO. 2 RATINGLETTERSPECIFIC DUTY NO. 3 RATINGLETTERSPECIFIC DUTY NO. 4 RATINGLETTERSPECIFIC DUTY NO. 5 RATINGLETTERSPECIFIC DUTY NO. 6 RATINGLETTEROVERALL PERFORMANCE IN CURRENT POSITIONTake into account everything about the employee which influences his effectiveness in his current position such as performance of specific duties,productivity conduct on job, cooperativeness, pertinent personal traits or habits, and particular limitations or talents. Based on your knowledgeof employee's overall performance during the rating period, place the letter in the rating box corresponding to the assessment which most accu-rately reflects his level of performance.CLASSIFICATIONCONFIDENTIALEZ. VAPORT CL BY RATINGLETTER02/
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# SECTION DCONFIDENTIALNARRATIVE COMMENTSIndicate significant strengths of weaknesses demonstrated in current position keeping in proper perspective their relationship to overall performance. State suggestions inade for improvement of work performance. Give recommendations for training. Comment on foreign language competence, if required for current position. Amplify or explain ratings given in Section C to provide best basis for determining future personnel action. Manner of performance of managerial or supervisery duties and cost consciousness in the use of personnel, space, equipment and funds, must be commented on, I applicable. Η extra space is needed to complete Section D, attach a separate sheet of paper.My qualitative assessment and comments in Fred's February 1976 Fitness Report apply equally today; in fact, they fall short, in view of the quantitative and administrative changes of the past year.The news headlines, the new oversight demands, an increasingly sophisticated FOIA requester group and judiciary, plus a highly organized hostile element, epitomized by the Center for National Security Studies, has made the PICG function all the more significant. Cases in litigation involving DDO materials now number 58 and the appeal pattern is now running 1:2 (i.e., one appeal for two initial requests, with subsequent litigation--anticipating deep analysis and Deputy Director-level review) compared to 1:3 last year. Appeal-level analysis is much more time-consuming, hence the backlog reduction process suffers; hence, overtime and fire-fighting remain the norm. Double-encumbered personnel detailing has raised the on-board PICG total from the 18 stated in last year's FR to 25. The managerial task of motivating workers in this continuously grinding and frustrating environment was harder this year, yet was met by Fred with the same qualities as those which led his people to write# SECTION ECERTIFICATION AND COMMENTS1. BY SUPERVISORIF THIS REPORT HAB NOT BEEN SHOWN TO EMPLOYEE. GIVE EXPLANATION(over)MONTHS EMPLOYEE HAS BEENUNDER MY GUPERVISIONDATE3/17/77OFFICIAL TITLE OF SUPERVISORDDO Information Review OffTYPED OR PRINTED NAME AND SIGNATURE![signature of charles a breks]2. BY EMPLOYEESTATEMENT CONCERNING THIS EVALUATIONOF MY PERFORMANCEHAVE ATTACHED HAVE NOT ATTACHEDDATE11/3/77SIGNATURE OF EMPLOYEE![signature of federal randall]3. BY REVIEWING OFFICIALCOMMENTS OF REVIEWING OFFICIALNo appropriate reviewing official.DATEOFFICIAL TITLE OF REVIEWING OFFICIALTYPED OR PRINTED NAME AND SIGNATUREI CERTIFY THAT I HAVE BEEN THE ENTRIES INALL SECTIONS OF THIS REPORTDATE4. BY EMPLOYEEBIONATURE OF EMPLOYEECONFIDENTIAL